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| The
estimated turnaround time for an interim management assignment
will be roughly: |
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1 |
Familiarisation:
four weeks. |
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2 |
Drafting
an action plan: six weeks. |
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3 |
Implementation,
six to eight months. |
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4 |
Winding up
(including recruitment, selection and training), six months. |
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| An assignment will
have an average duration of between 15.5 and 17.5 months. |
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| During
the intake interview between principal and Quarax, agreement
on the following will be reached: |
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An outline
of the situation; |
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The main areas
of interest. |
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The objective
of the assignment. |
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The measurability
of the assignment. |
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Critical
Success Factors. |
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The Interim
manager's position. |
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The Interim
manager's tasks. |
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The Interim
manager's authorisations. |
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The counselling. |
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The monitoring
of progress. |
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Transfer to
the successor. |
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Completion. |
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| In
mutual agreement between principal and Quarax, a profile of
the desired manager is drafted. After this, the interim manager
best qualified for the assignment is selected. This interim
manager is to be present at the next interview. Since Quarax
ensures this manager to fit the assignment, the completion within
the agreed time frame is guaranteed. After getting acquainted
with the interim manager, it is left to the principal to actually
charge the interim manager with the assignment, and to Quarax
to formally accept the assignment. |
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The interim
manager should be able to offer evidence of the knowledge
and skills necessary for the assignment. |
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The interim
manager considers it a necessity to keep on top of the
developments pertaining to his professions and his market. |
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The interim
manager needs to be able to explain why he chooses a certain
approach. |
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Should the
interim manager not possess a certain specific expertise,
and should he desire to gain this knowledge on the job,
he is obliged to inform the principal of this. |
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The interim
manager should perform his own analysis of the original
statement of the problem within a period of about four
weeks after the start of the assignment. |
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Should the
organisation be in doubt on the interim manager's approach,
he should be able to defend its correctness. |
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Between
Quarax and the principal, clear agreements will be made about
the way the assignment will be executed. Moreover, the frequency
of the reports and the progress review meetings between principal,
interim manager and counsellor are agreed upon, in order to
determine whether results have been reached.
In
addition, arrangements will be made about:
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The expected
duration of the assignment; |
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Hours spent
per week; |
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Daily fee; |
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Conditions
on intermediate termination; |
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Confidentiality
of the information; |
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The disallowance
of hiring the manager directly; |
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Intercession
in case of conflicts. |
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